What is a Framework? Why Does it Sometimes Work and Sometimes Feel Theoretical?

In problem-solving, a framework is a structured approach that helps address issues through clear, step-by-step processes. It’s akin to assembling a jigsaw puzzle: success comes from (1) gathering all the pieces and (2) understanding how to fit them together.

Despite a consulting background and the emphasis on frameworks in MBA programs, I have observed that frameworks aren’t always universally applicable. Here’s a closer look at when frameworks are useful and when they might fall short.

When is a Framework Useful?

1. When you have a lot of information but aren’t sure how to organize it:

   • You understand the pros and cons of various options but struggle to make a decision.

   • You feel trapped in a cycle, such as wanting a more engaging role but believing you need to enhance your skills first, while your current position offers limited growth opportunities.

     
     

2. When your decision-making process feels inconsistent:

   • You might use different methods for each decision, and others may view your choices as emotional or inconsistent.

     
     

3. When you need to consider multiple perspectives:

   • As you advance in your career, decisions become more complex and require a broader range of considerations.

   • For entry-level tasks, frameworks might not be necessary, except for specific roles like consulting. Generic frameworks from undergraduate studies may feel vague and less useful.

   • In MBA programs, you face more complex decisions involving numerous stakeholders. MBA frameworks are designed to address these complexities effectively.

     
     

When you have several pieces of the puzzle but aren’t sure what’s missing or how to fit them together, a framework can offer a structured approach to identify the missing pieces and analyze how they connect, helping you see the bigger picture and determine the next steps to complete the puzzle.

When Might a Framework be Less Effective?

1. When it doesn’t align with your goals:

   • Finding or creating the right framework is often crucial for success. While creating a framework might seem far-fetched, it’s something you likely do daily. For instance, using criteria for decision-making is essentially a framework. In consulting, there’s no one-size-fits-all framework, only those that are appropriate and effective. So, when making decisions (whether about a job or a partner), find a framework that aligns with your goals and needs.

   • MBTI is a popular framework sometimes used beyond its intended scope. While it can predict potential team conflicts, it isn’t a solution. Over-relying on MBTI might lead to focusing too much on the typology rather than recognizing conflicts that may arise from opposing KPIs.

     
     

2. When you lack sufficient data or information:

   • It’s like trying to complete a puzzle with missing pieces. Don’t force information into a framework—go out and gather it. A framework helps you organize and use information more efficiently, rather than sifting through an overwhelming amount of data.

   • For example, if you’re unsure if your current job can improve, define what you want to enhance and proactively collect data. Have a serious discussion with your manager about achieving specific career goals and what is needed for advancement.

     
     

3. When the decision is too simple or overly complex:

   • For example, should you choose a partner based on emotion or through a framework with specific criteria?

   • “Love” is a complex emotion without a clear definition. If you want to systematize criteria for a partner, you need to define what qualities influence your feelings of love. Thus, using a framework depends on how confident you are in predicting the most crucial variable: your feelings for the other person.

     
     

In Conclusion, frameworks can be both suitable and unsuitable depending on the context. The more information you have, the more effective a framework can be. Utilizing frameworks appropriately can enhance your leadership abilities, both at work and in your personal life.